The Employee Experience Curve:
A Practical Guide to Up-LevelingService Delivery with Automation

ivanti.com

When every piece of the workday is mediated throughtechnology, the digital experience is the employee
experience. The “digital employee experience” –employees’ interactions with the tools and technology
they need to get their work done, and by extension
the services they need to ensure that technology
works as intended – plays an enormous role inemployee productivity, satisfaction and ultimately
retention. For IT teams, setting goals against employee
experience is a huge opportunity to show up as a
strategic partner, not simply “the folks who reset mypassword.”
But with such a big opportunity come some serious
challenges. The explosion of remote and hybrid work
is in turn exploding the number and complexity of
endpoints, making service delivery more complex andmaking it easier for frustrated employees to bypass
IT to get things done. Meanwhile, IT teams are burnt

How to up-level service delivery(without killing your team)
Making service delivery more efficient and responsive(even proactive) addresses both sides of the equation,
taking the pressure off tapped-out IT teams while
improving the digital employee experience. The key topulling it off? Making smart use of automation.
But that’s a statement so broad as to be almost
meaningless. In this e-book, we’ll break it down andmake it practical. We’ll demonstrate specific use
cases for automating aspects of enterprise service
management to paint a picture of what’s possible. We’ll
give you tools to assess your growth opportunities
and offer areas of focus, from getting started
implementing automation through advanced use
cases. And we’ll look at it all through the lens of theemployee experience.

out: In a 2021 Ivanti survey of IT leaders, 41 percent
reported losing team members due to high workloads.
So what’s an IT team to do? On one hand, they have a
critical role to play in delivering a top-notch employee
experience – a must in a churning job market where
employees have plenty of leverage. On the other,
they’re stretched thin enough as it is: how can they
focus on employee satisfaction scores when they’re
struggling to manage ticket volume?

The Employee Experience Curve: A Practical Guide to Up-Leveling Service Delivery with Automation | EBOOK

2The employee experience curve
For the sake of expediency, we can think about theemployee experience at three main points along an“employee experience curve” – though of course thereality is that there are any number of points along theway:■ Traditional service desk: Primarily manual incident

response, often leading to long resolution times
Transformed
Service Delivery

and inefficient use of resources.
■ Enhanced service delivery: Automation-

augmented service management, reducing analyst
workloads and giving employees omnichannel selfservice options.

Enhanced
Service Delivery■ Transformed service delivery: Proactive resolution

with little to no human interaction required of either
the analyst or employee.

Traditional
Service Desk

As increasing use of automation reduces the degreeof intervention required (in other words, shifting left),it speeds time to resolution and lowers the cost ofservice delivery. Meanwhile, we see a corresponding
improvement in the employee experience.

Where do you sit on the employee experiencecurve?
In this e-book, we’ll cover each of these three points inturn. To help you assess where you sit today, the charton the next page provides an overview of each stageacross a handful of dimensions.

The Employee Experience Curve: A Practical Guide to Up-Leveling Service Delivery with Automation | EBOOK

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Traditional Service
Desk

Enhanced Service
DeliveryTransformed Service
Delivery

Traditional service desk: a reactivestate
At this point on the employee experience curve, theService delivery model

Manual incident
resolution

Automation-augmented
service management

Proactive resolution

Employee experience

Employee experienceoften overlooked

Employee embraces
omnichannel self-service
and automation forenhanced experience

Amazing employee
experience

More manageable
workload allows IT tofocus on optimizing andsimplifying service delivery

IT drives transformation
across the organization

Long work queues andwait times lead to lost
productivity

Automation and selfservice drive significant
improvements in speed toresolution

Autonomous resolution:
incidents resolved before
they happen

Inefficient use ofresources drives up cost

Reduction in analyst effort
leads to cost savings

Proactive incident
resolution produces

focus is on tracking the work coming into the service
desk to improve operational stability.

IT experience

Speed to resolution

Cost of service delivery

High ticket volume; ITtime eaten up by lowervalue manual tasks

To be clear, the vast majority of IT service teams
are at this point, working to better handle requests
and manage break/fix incidents – no small feat given
the massive workplace disruptions of the past few
years. They may be using some basic automation(for instance, routing tickets to the appropriate teammember), but many tasks, such as asset acquisition,
will still require manual handling.
The good news? Incremental adjustments can make asizeable impact – making things easier for employees
and alleviating some of the pressure on the IT teamsignificant savings;
increased employee
productivity compounds
value to business– and there’s a lot of low-hanging fruit to be picked.
Looking at operational KPIs like ticket volume andtype, closure rates and response times can pinpoint
opportunities to improve efficiencies and reduce
workloads, and an early-stage knowledge management
system can keep agents from having to reinvent the

Key capabilities■ Request and incident
management■ Expanding ITSM and
ITAM■ Enterprise selfservice■ Knowledge
management■ Employee self-service■ Hyperautomation
and AI■ Workflow automation,
dashboards andanalytics

wheel when resolving incidents or fulfilling requests.

■ Enterprise analytics■ Enterprise service
management

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Where to focus to up-level service

curve, such as effective configuration, problem andRequest and incident managementchange management, asset resource management,

Request and incident management capabilities
are all about restoring normal service operation as
quickly as possible, minimizing any adverse impact
on business operations or employees.

employee and customer self-service and software
release management.
A centralized and managed “known error” database

Use Cases■ A senior executive is working remotely and calls the serviceof knowledge articles resolves incidents fasterdesk for access to an application to open an important fileby avoiding redundant actions. For example, if afrom a partner. She sits on hold for ten minutes before thesoftware upgrade causes an error at a desktop,

first analyst determines he needs to route her to a different

you may need an initial discussion, an escalation,

analyst, who then needs to ask her again for her employee

and troubleshooting before finally discovering thenumber and other basic information, slowing things further

monitoring solution.

best solution. Documenting that solution with aand leaving her frustrated.

knowledge article lets your team skip those steps

What could make this better? VIP identification moves her

The incident and request management solution

for all subsequent occurrences, so the same error

to the top of the queue, and call routing connects her tostandardizes workflows to bring uniformity andcan be resolved in minutes rather than hours or

the best resource the first time around. She gets accessefficiency to helpdesk operations, thereby avoidingdays.

to the application she needs right away and can continue

A centralized ticketing system helps service staff
deal with incidents more promptly and effectively,
whether they are reported by users, discoveredby technical staff or detected automatically by ahuman error. Many of the most tedious tasks can be
automated, as well as reporting operational KPIs andAs you are getting started, key metrics to evaluate

staff performance.

the effectiveness of your knowledge management

Knowledge management

the known error database and the proportion of

Knowledge management is one of the most useful

responses to incident management tickets that

service management processes. Not only does it

include a reference to it, as well as service agent

provide the shortest route from problem to solution,

usage, click-throughs and duration of activity.

system might include the number of entries in

it’s also foundational to capabilities that you’ll build
as you continue along the employee experience

working without interruption.
■ An upgrade to an important piece of software used acrossthe finance department causes an error, prompting afinance manager to open a ticket. The analyst assigned
to the ticket spends four hours troubleshooting before
figuring out that the finance manager needs to update to
the latest version of his preferred web browser to avoid
the error. Over the next week, multiple people in financeencounter the same error and open the same ticket,
each time prompting whoever is assigned the ticket totroubleshoot anew.
What could make this better? The service management
workstream includes a prompt for the first analyst to create

Dive deep: Visit the appendix for details on the key capabilities to build at this pointa knowledge base article. When the same error is reported
the following day, the second analyst immediately finds thearticle and fixes the issue in a matter of minutes.

5Enhanced service delivery: aproactive state
There’s ample opportunity for service desks to
improve their ability to respond to incidents, but the
key word here is respond – it’s still a fundamentally
responsive state. For teams that have developed thefoundational capabilities of request management,

for an analyst to be available. Expanding support tomultiple channels – phone, web, instant message,
email, mobile app – allows employees to seek
support in whatever way they find simplest and mostconvenient. More advanced workflow automation
further standardizes routine IT tasks, reducing
human error and freeing up analyst time.

incident management and knowledge management,

At the same time, IT teams can begin to expand their

the true growth opportunity is to evolve fromservice delivery capabilities across the enterprise,fighting fires to preventing them.

helping other lines of business apply service

The goal here is to build on the work that has

management best practices to their workflows.

been done to respond quickly and efficiently to

Where to focus to up-level service delivery

incidents by working to minimize the chances ofExpanding IT service and asset management

them happening in the first place. The lynchpin inthis effort is asset and configuration management.
A well-designed configuration management
database (CMDB) makes it considerably easierto wrangle the thousands – or even millions – ofdata and metadata points in a dynamic IT service
environment. With the right data, IT teams cangenerate valuable insights into costly information

The overarching goal of IT service and asset
operations management is quick resolution or
prevention of all incidents to come as close as
possible to 24/7 uninterrupted service – admittedly atall order.
IT teams can approach this goal by leveraging the
CMDB to consolidate and manage real-time, point-bottlenecks and blockages.

to-point data about IT assets: where they are, how

Meanwhile, work can continue apace to makebetween them. The CMDB consolidates data fromservice requests more efficient for IT and more
pleasant for employees. Self-service portals andknowledge articles make it easy for employees to
fix simple problems themselves, without waiting

they are configured and the relationships that exist
asset management auto-discovery and configuration
auto-dependency mapping tools, the request andincident ticketing system and the knowledge base.

Use Cases■ A sales manager is hurrying to finish an urgent proposal
response from a client while traveling to an important
meeting. She realizes the version of the application she’s
using doesn’t have a necessary feature, so she calls theservice desk to get the upgraded version, but IT staff are
all on other calls. She is forced to choose between sitting
on hold with IT and being late to her meeting or waiting
until after the meeting to call IT back and submit the
proposal response late.
What could make this better? With a self-service portal
and automated approval workflows and license checks,
the sales manager could request the software, select theapproved version, initiate an order and get it installed – allwithout any intervention from IT.
■ IT decides to launch a new collaboration software. Before
the migration, they perform a manual risk assessment tominimize disruption to service delivery. However, theyneglect to anticipate the sheer volume of network traffic
the new application would receive, and employees are left
without access while they address the issue.
What could make this better? With an automated risk
assessment, the IT team could correctly anticipate the
network traffic the new application would receive andaddress it in their migration plan so that no employee islocked out.

Dive deep: Visit the appendix for details on the key capabilities to build at this point

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This is where advanced automation techniques comeWorkflow automation, dashboards and analytics

bottlenecks where adjustments are needed. An IT

into play, interacting with the data in the CMDB

Workflows and dashboards that formalize and standardize

director might be presented with analysis that is lessto reduce the risk of operational failures. Problem

IT processes avoid human error and incorporate tiered

operational and more focused on costs and supported

management processes can identify the root causes

approvals, reducing costs while boosting operational

services, including forecasting and financial modeling.

of recurring incidents automatically and alert IT staff

efficiencies.

Dashboards for company executives may display key

to impending problems that can be fixed before they
impact users. Automated risk assessment analyses
and change policy and approval mechanisms cancurtail potential service disruptions due to change

Sophisticated automation can control self-serviced, semimanual and manual work, including nested workflows
based on predefined sets of actions. Pre-built workflows

accomplishments that highlight the value of IT as well
as visual presentations that help them make quick andinformed decisions.

incorporating ITIL best practices are widely available andService management across the enterprise

can be customized using visual editors, drag-and-drop

Service management is a critical factor for LOB teams’

IT teams can also continue to build upon their workflow

wizards and other editing efficiencies to meet specificoperational success. IT can help other groups byautomations, automating tasks beyond basic request

needs.

establishing a set of consistent, automated and easily

implementations.

and incident management and significantly reducing
human error and manual activity. Workstreams thatincorporate visual editors and low-code capabilities
enable staff without a coding background to create

Dashboards present workflows in a graphical, intuitive
way that can be tailored to a wide variety of applications
and users. For example, an IT technician’s dashboard

adopted services, establishing governance over theorganization to ensure the best possible employee
experience.

might display a drop-down menu of tasks, prompt for

Cross-enterprise service management isn’t about

required information and, if approvals are needed, trigger

forcing IT capabilities and tools on other businessauthorizations processes. A change manager’s dashboard

functions. Instead, it’s about improving productivity andmight display change-impact mapping and require a

optimizing service flows for better business outcomes.

Employee self-service

change form to be completed before the next action can

Cross-enterprise service management breaks down

Employee self-service isn’t just about launching aproceed.

information silos, fills process and automation gaps andnew or customized workflows, allowing highly skilled
resources to spend their time on higher-value service
optimizations.

web-based service portal; it’s about creating a service
experience that matches the online experiences

Dashboards also present operational analytics that

fosters enterprise-wide collaboration.

can likewise be tailored to different applications andHR and Facilities are often the first to adopt service

audiences. An IT technician’s dashboard for daily service

management best practices from the IT team, but

fulfillment might also display a list of pending assigned

many other LOB teams – project management, legal

Self-service provides important benefits to the IT teamtasks, how long they have been in the queue and which

operations, marketing, etc. – can benefit from this– reduced costs, greater productivity – but the defining

ones are nearing a KPI infraction. An IT manager might

approach.

characteristic should be how easily employees can get

see team performance modeling compared against

their requests fulfilled or problems resolved.

historical operations and industry benchmarks, toemployees are used to having as consumers outside
the workplace.

determine if the workload is optimized or to identify

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Transformed service delivery: the true
inflection point
By shifting from fighting fires to preventing them,
IT teams make enormous strides towards enablinga productive and secure employee experience –making the best possible use of their resources anddemonstrating that IT is not just a ticket-taker but
a reliable partner by continuing to advance crossenterprise governance.
IT can further their role with hyperautomation toself-heal, self-secure and self-service the enterprise.
Together, these capabilities meaningfully improvethe employee experience. As a result, the visibility
and value of IT is similarly elevated. In turn, IT is free
to tackle higher-value projects that add value to thebottom line.

IT can further improve the employee experience bymultiple LOBs. The IT team can create an automatedtaking an omnichannel approach to the portal so

workflow that initiates all the activities needed to getthat employees can access services and information

the new hire settled, with each nested workstream

whenever they want, from wherever they are and on

optimized for efficiency based on time, cost andwhatever device they choose, using mobility capabilities

employee-experience considerations. The parent

like a smartphone application, chat boxes and virtual

workstream triggers:

agents. They can also personalize the experience,
presenting information to employees in their native
language and showing only the services available tothem in their location, based on the role and approval

Hyperautomation and artificial intelligence
As the IT team’s role and sphere of governanceexpands, so does the complexity and scope of data
point, processes and workstreams. To manage thisvast, interconnected digital environment, IT teams canturn to the most innovative automation capabilities, or
hyperautomation.

Enterprise self-service

Hyperautomation is essentially the concept of

it’s now a differentiator for attracting and retaining thebest talent at a time when remote working models havemade it an employees’ market.
In response, innovative IT groups can offer a single
self-service portal that delivers services, informationand tools from LOBs across the company. Whenemployees have problems or need help, they can go toa single service portal for one-stop shopping, removing
the frustration of encountering different processes
across different departments.

network access and activate email.
■ A facilities workflow to provision office space, acomputer and other functional necessities.

level.

Where to focus to up-level service delivery
The employee experience has become so important■ An IT workflow to secure onsite and/or remote

automating the automations, where potential issues are
discovered, mitigated and logged without any need forhuman intervention. This creates self-healing, selfsecuring and self-servicing solutions that improve thecost, speed and accuracy of the services IT delivers.
Teams that have built standardized and automatedworkflows and instituted a full-formed CMDB are in a

■ A security workflow to issue an ID badge.
■ A finance workflow to establish a salary andpaychecks■ A resource management workstream to create aproject assignment, send an invite to corresponding
meetings and incorporate individual work into
project status reporting
These automated workflows would employ techniques
like natural language processing, location management
and role-based personalization to filter and deliver
information and tools to the new hire in their native
language. The services and capabilities offered would
be determined by the country and location where thenew employee resides, their security and employment
status, permissions level and approval authority.

good position to move from advanced automation tocollaborative hyperautomation.
To govern interconnected, cross-enterprise workflows,
IT teams can set up nested automations. For example,
onboarding a new hire involves workstreams across
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Enterprise analytics
Much like IT teams can extend service management
processes to LOB teams, they can also extend theirreal-time analysis capabilities to create an aggregatedview of the business. A cross-company view connects
the dots to increase productivity, control and reduce
costs and reveal new insights.
Teams throughout the organization can further
standardize and optimize their own systems andprocesses. They can also present executives
with interactive dashboards and scorecards that
display success criteria clearly and accessibly.
These can include financial and risk analysis as
well as forecasting and predictive analysis toinvestigate transformative initiatives for bottom-line
improvements.

Use Cases■ An HR director has been watching her computer’s
performance slowly decline over time, getting used
to progressively more disruptive slow-downs thatcut into her productivity and leave her irritated. Not
knowing what else to do, she eventually requests a
new laptop.
What could make this better? With self-service
hyperautomation, a bot detects the underlying issue
affecting performance long before the HR director
sees a noticeable slow-down. The bot determines
optimal settings to improve performance, applies
them and logs the incident automatically, with no

AI-powered analysis enables LOB leaders to betterintervention required from an IT analyst. The HR

anticipate and respond to rapidly changing market

director continues working productively, and the life

situations, providing the information they need toof her laptop is significantly extended.

determine which ideas to implement and fund, how■ An IT manager is onboarding her first hire in several

much they will cost and how to allocate the right set

months. She’s completed seven different forms sheof resources. Proposals are evaluated using a central

thinks are needed, but she’s unsure if they’re therepository that integrates cost, benefit, resource andlatest version, if she’s missed a step or overlookedrisk data, with scoring matrices for prioritization.

a department – never mind the IT-related tasks.
Her doubts prompt her to contact each department

What could make this better? With a single self-service
portal, the IT manager could kick off the onboarding
process with a single click, setting off automatedworkflows across all relevant departments and providing
her visibility into the status of all actions and approvals.
The manager would know that her new hire haseverything she needs to be successful from day one
without worrying that anything had fallen through thecracks.
■ A project management officer is trying to gauge which
projects she can feasibly execute in the second quarter.
She needs to figure out if she has the right talent andhow much budget she can contribute for the length ofthe project. She projects her resources in a spreadsheet,a time-consuming process that still leaves her feelingthat she is guessing.
What could make this better? An interactive dashboardthat accurately maps her resources, portfolio andbudget puts the information she needs at her fingertips
and enables her to make an analysis she is confident inso she can deliver the projects on time and on budget.

individually to make sure everything is in place.

Dive deep: Visit the appendix for details on the key capabilities to build at this point

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Take the next step
We’ve discussed three stages along the employee
experience curve, but of course there are any
number of points along the way. No matter where
your IT organization sits today, there are myriad
opportunities to make incremental progress to improvethe employee experience – all while making service
delivery more efficient and raising IT’s profile acrossthe broader organization.
To learn more about the capabilities outlined here,
read about Ivanti’s service management solutions orrequest a demo.

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Appendix A: Traditional Service Desk
Request and incident management
Key capabilities

Benefits

Centralized management
A ticketing system acts as a central location for agents to manage all service
requests and incidents

Handle all requests and incidents, without any lost or forgotten tickets or dangling
issues left behindDocuments all transactions and communications

A complete log of employee-to-IT-communications and actions is stored for reference
and, if necessary, escalation

Identifies important and/or urgent issues automaticallyRestore normal operations faster by taking action or escalating before an IT incident
turns into a service outage, thereby increasing productivity across the organization

Basic workflows
Standardizes procedures and automates most common user requests with bestpractice-based workflows

Increase IT and employee productivity and satisfaction while reducing staff churnAutomatically routes tickets to the correct IT team member and immediately
sends acknowledgement of receipt to the employee

Automate staff assignments by task and manage employee expectations

Generates tickets automatically with network monitoring tools

Reduce the impact on the business and users and lower IT administrative overhead
with faster incident detection and resolution

ReportingAutomatically collects resolution times, satisfaction ratings, tickets processed
per day and other agent-performance indicators

Hold IT staff accountable with indicators like highest customer satisfaction ratingor fastest time to resolution and generate KPI reports to focus the content ofdevelopment and training exercises

Provides pre-built request and incident operational reports and enables easy
customization to provide additional insights

Spot operational insights like staff requirements during anticipated high-ticket loads
and the cost of different types of requests and incidents

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Knowledge management
Key capabilities

Benefits

Data capture and integration
Stores the “known error” database of knowledge articles

Retain organizational knowledge and reduce loss of intellectual capital whenemployees depart

Consolidates and integrates data flowing from request and incident
management

Dynamic updating ensures only the most current data is applied

Information mapping
Controls which knowledge sources should be used, when and how. Includes
tagging, titling and search optimization tools

Knowledge is easy to find, useful and purposefulIntegrates the knowledge base with service management workstreams toprompt IT staff automatically to refer to knowledge base as they perform
relevant tasks

Avoid problem-solving redundancies and wasted time

Knowledge security configuration
Controls who can log, approve, publish and access which knowledge sources

Protect your organization’s intellectual capital

Knowledge presentation
Visually presents information and knowledge to users and provides tools tomaintain the knowledge base

Increase speed and quality of service by offering the shortest route from problem tosolution

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Appendix B: Enhanced Service Delivery
Expanding IT service and asset management
Key capabilities

Benefits

Asset management
Performs auto-discovery and consolidation of hardware and software assets

Simplify coordination, reconciliation and updating of asset data from many sources

Tracks and manages assets, capturing usage, compliance and license status

Maintain compliance, identify software license shortfalls and avoid software audit risks;
reallocate licenses and unused or underutilized software assets to eliminate waste

Reconciles purchasing data with asset inventory

Manage asset inventory from purchasing to eventual disposal

Feeds reliable, real-time asset inventory data to CMDB automaticallyEnable configuration management

Configuration management
Dependency tools monitor configuration items, recording status and upstream/
downstream interrelationships automaticallyFind redundancies and inconsistencies in configuration relationships andinterdependencies to increase efficiency and stability while reducing costs

Configuration topology maps graphically display interconnections

Spot, understand and resolve underlying issues

CMDB maintains and stabilizes complex network interactions

Achieve holistic management of IT service operations based on accurate, real-time data

Real-time integration with the incident, problem and change workstreams

Enable proactive problem and change management and integrate with the ticketingsystemProblem and change management
Unites request and incident processing with problem and change workstreams
to enable integrated management

Curb incident recurrence proactively, identify root causes to resolve problems faster andavoid unplanned, reactive outages; retain staff by significantly alleviating service agent
frustration

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Key capabilities

Benefits

Performs risk impact analyses to identify and assess change impacts, withdependency visualization to the configuration item level

Plan changes and reduce the risk of change collisions and service disruptions efficiently
and proactively

Triggers change policy and approval mechanisms for different tiers of changes

Structure and automate change implementations and accelerate time to value

Employee self-service
Key capabilities

Benefits

Service catalog
Provides a centralized and searchable catalog of IT services

Enable self-service and information delivery on a web-based portal

Integrates with service and asset operations management

Deliver service continuity

Imposes and manages employee access permissions and approval levels

Govern who can use which services, what approval levels are needed and how they
are obtained

Self-service portal
Translates and displays the IT service catalog to employees in simple terms

Deliver a self-service portal with navigation that employees understand and want touse

Supports a search field with keyword tagging, subject headings, indexing and
more

Reduce employee clicks to find the services and information they need, increasing
portal usage

Routes requests that require human interaction to the correct person andprovides alerts when incomplete tasks are nearing SLA violations

Increase efficiency of non-automated service requests

Provides analytics tools that monitor and report portal usage

Increase self-service effectiveness

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Workflow automation, dashboards and analytics
Key capabilities

Benefits

Advanced workflows
Provides pre-built workflows for standard ITIL processes

Institute standardized operational workflows immediately based on best practices

A low-code or no-code automation platform enables modification of automatedworkflows without scripting or coding knowledge

Roll out optimizations faster

Includes visual editors, drag-and-drop wizards and “action blocks” of multiple
automated steps

Quickly build workstreams, dashboards and portal enhancements with pre-built
configuration elements

Combines CMDB analytics with knowledge-base intelligence to trigger nested
workflows automatically

Automate self-serve operations

Initiates and completes pre-defined actions and workflows like password
changes and asset request against individual records or groups of records

Support rapid, no-IT-touch self-service

Dashboards
Steps staff through simple tasks with intuitive dashboards and drop-down
menus

Lower the skill threshold of IT staff who provide services when human interaction isneededOffers capabilities such as visualization managers that predict and display
change impacts and trigger necessary approvals

Simplify and structure complex tasks to standardize, optimize and secure theoperational environment

Presents management reporting and operational metrics in customized views
based on user role

Generate on-demand reporting that is appropriate for different layers of management
and roles, including executives, IT directors, IT technicians and others

Analytics
Gathers operational metrics across all ITSM workstreams and processes

Visualize IT service environment operations as a whole, avoiding decisions made withincomplete analysis

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Key capabilities

Benefits

Generates reports using real-time, dynamic data with both current and historicalperformance data

Reveal actionable insights in the details of day-to-day operations and manage audits
and compliance with aggregated data

Provides pre-built reports with time charts, forecasts and breakdowns based on
industry requirements and best practices

Expedite KPI tracking, identify bottlenecks and areas for improvement, and enable
stakeholders to make better decisions

Offers reporting customization capabilities using simple or complex search
criteria

Quickly pinpoint meaningful patterns and trends to increase efficiency, reduce costs
and deliver optimized employee experiences

Graphically displays performance trends and predictive forecasts

Easily create presentations that enable executives and managers to make quick,
informed decisions at a glance while demonstrating and promoting IT’s value to thebusiness

Ability to drill down into performance and cost reporting

Answer questions on the spot

Service management across the enterprise
Key capabilities

Benefits

LOB Service Management
Release management coordinates and manages releases and new deployments
as they more from development to build, test and live environments

Launch products and applications faster and remove process silos

Employee administration management governs and automates complex
employee onboarding and transition processes

Improve HR operational efficiency, streamline employee provisioning and standardize
service delivery for a consistent employee experience

Employee case management resolves most employee inquiries with selfservice automation

Consistent, on-demand response to a wide range of employee requests

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Key capabilities

Benefits

Procurement management unifies the supply chain with stakeholders andcontracts to control and foster intelligent spend

Improve compliance with better visibility across contract lifecycles, provide a single
marketplace for stakeholders and reduce costs

Legal operations management categorizes and assigns legal requests;
provides a unified view of pending requests, assignments and progress; andincludes a practitioner knowledge center

Speed up legal review and response while increasing practitioner productivity

Project management automates role-based project tracking data collection,translates and displays project status graphically and includes drill downs into
individual work and costs

Collaborate, evaluate and communicate product status across a LOB or the enterpriseas a whole

Project demand management consolidates LOB proposals, requests andinformation, integrating relevant cost, benefit, resource and risk data withscoring matrices to enable comparison and prioritization

Make the right investment decisions clear

Portfolio management provides an executive-level view of the health andstatus of LOB portfolios, with automated reporting and financial analysis for rollup budgets, costs, revenues, resources and effort across all projects

Give leaders the intelligence needed to ensure alignment of the portfolio withstrategic corporate timelines and objectives, including what-if analysis as new project
demands surface

Resource management optimizes allocation and utilization of project andportfolio staffing – with capacity planning by organizational role or by specificindividual – as well as automated time and task reporting for planned versus
actual effort views

Avoid unexpected delays, over-allocation or inefficient resource use that can affectproject outcomes adversely

Marketing content management employs agile project management tools toassign, track and manage content development, govern released content shelflife and identify content gaps by persona, EPIC, sales funnel and moreManage marketing content from ideation to retirement and ensure a full set of assets
for EPICs, personas and sales cycle stages

Facilities management governs projects, work orders, property status,
scheduled and/or recurring maintenance and space utilization; supports field
staff with mobility capabilities; and provides time and expense reporting

Increase productivity and drive down overhead

Information security management unifies risk and compliance managementwith incident handling and includes risk assessment, GRC compliance and audit
response management capabilities

Maintain security compliance, anticipate and mitigate security risks, speed
remediation, improve outcomes and manage and track completion of audit schedules

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Appendix C: Transformed service delivery
Enterprise self-service
Key capabilities

Benefits

Enterprise service catalog
Integrates and centralizes a catalog of enterprise-wide services

Enable self-service and information delivery across the enterprise

Imposes and manages employee access and security permissions and approvallevelsGovern who can use which services, what approval levels are needed and how they
are obtainedEnterprise service portal
Presents and translates the cross-enterprise service catalog and displays it toemployees in simple terms

Deliver an enterprise-wide self-service portal with navigation that employees
understand

Provides one-stop shopping for employee requests and problems

Streamline service delivery, provide a consistent and excellent experience for
employees and avoid portal sprawl

Supports a search field with keyword tagging, subject headings, indexing and
more

Reduce clicks to find the services and information users need

Filters and fulfills requests using location and role-based personalization

Optimize the employee experience by serving up only services and information
relevant to them, in their own language

Routes requests requiring human interaction to the correct person

Increase efficiency of non-automated service requests

Supports delivery of organizational news and FAQs, as well as surveys and a

Promote portal usage and enable feedback mechanisms for targeted analysis

help center
Provides analytics tools that monitor and report portal usage

Increase self-service effectiveness and gain insights like the relative importancecustomers and employees place on a service or information requests for which there
is no content available

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Key capabilities

Benefits

Omnichannel and everywhere access
Provides omnichannel, work-anywhere access to enterprise services withcollaboration tools like live chat, Slack and MS Teams

Improve the employee experience and increase organization productivity by enabling
interaction with services from anywhere, anytime, on any device

Hyperautomation and artificial intelligence
Key capabilities

Benefits

Hyperautomation and AI
Facilitates cross-functional governance by optimizing the slow, rigid internal
processes with automated, end-to-end collaborative workflows

Improve enterprise-wide productivity by completing 70-80% of tasks automatically,
standardizing and optimizing processes across the organization

Empowers first-tier staff to accomplish tasks that traditionally required

Further increase productivity and employee satisfaction by pushing decision making

escalation to specialists using pre-defined decision-making parameters

down the chain, reducing escalations and speeding remediation

Enables customizations with clicks, not code

Empower non-technical staff to easily customize workstreams based on changing
requirements, while managing allowable adjustments based on authority level

Autonomously self-heals the operational environment as conditions change

Autonomously sense, predict and auto-remediate issues with proactive, non-using hyper-automated bots for proactive response

disruptive resolutions

Integrates and aggregates asset auto-discovery, auto-tracking and auto-

Manage spend more effectively by auto-identifying missing and unaccounted devices,management work to enable spend intelligence across the hardware andmanaging compliance, improving utilization of existing assets and additional insights

software landscapethat can be obtained from a current and interconnected view

Adaptively self-secures all digital assets, including endpoint and workplace IoT

Compress the window of exposure to security threats and eliminate duplication ofdevices that exist on the edge of the operational environment

effort between security and IT teams

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Enterprise analytics
Key capabilities

Benefits

AI-powered analytics
The CMDB extends beyond IT asset inventory, configuration and security
management to include data about employees, product development, sales,customers, marketing and all areas of the business

See the intricacies of the business through a single pane of glass, using an integrated
source of reliable data that reveals cross-functional understanding and enables faster,
more efficient, more accurate and more detailed business plans

Workflows built with embedded analytics trigger automated actions even when

Automate more actions with AI and machine learning mechanisms that address outlier

unusual situations arise

situations, further optimizing processes and productivity

Natural language processing enables users to ask their own questions about theOffer self-service analytics to all business users, simplifying access to critical

data using conversational ad hoc queries, eliminating the need for cryptic query

information and enabling them to dig deeper into areas of potential interest

types that only a data professional can construct
Value stream analysis captures and visualizes data typically associated with

Connect team-level work at the portfolio and enterprise level to strategic planning

different stakeholders into integrated workstreams that enable planning of newthat drives business success and competitivenessproduct lines and capabilities, identify waste and focus on value from planning
to production

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